Making Balanced Scorecard Work: The Worldclass Lighting Experience Harvard Case Solution & Analysis

In 2002, Worldclass Lighting launched an initiative to introduce the balanced scorecard into the Asia Pacific and Greater China areas, to be able to provide a fresh management tool for its light company covering four perspectives-financial, customer, process, and learning and increase.

The balanced scorecard ran for a time period until execution issues surfaced that sabotaged its benefits, like unquantifiable measures in target setting and the over-measurement of indexes. In 2009, a plan to terminate the balanced scorecard was presented to the Asia Pacific Chief Executive Officer ("AP CEO"). The AP CEO must make a decision about whether to continue utilizing the balanced scorecard.

PUBLICATION DATE: June 24, 2011 PRODUCT #: HKU941-HCB-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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